Aligning strategy to the Organisation’s environment: A business survival in an economic melancholy
Dr. William Phiri, Euphrasia Ng’andwe, Mapulanga M Mwenda, Alice Zulu, Geofrey Sibalwa
Charity Maliko and Maxwell Mwiinga are part of authorship of this article. Organizations have traditionally emphasized the strategic path in the quest to gaining competitive advantage. Both strategies and values provide important direction and contribute to organizational success. Certain environmental factors must be considered when implementing strategy for a superior performance. The business environmental situation surrounding firms shows most organizations are struggling with decreasing demand for their goods and services, which provides an incentive to explore strategic fractures that have caused it. Organizational alignment consists of values held in the organization and strategic goals. Organizational resources, people, structure and culture are key components that managers need to consider for strategy implementation to be successful. As such, how well an organization aligns its strategy to its environment determines the level of success in the long run. It is therefore of great importance to search for the system of cause and effect that shapes and defines organizational adaptability and creativity of the firm and/or its parts, which in turn creates value both for the firm and its environment. The purpose of the paper is to expound the significance of the concept of aligning strategy to the organizations environment and explore the implications on the process of designing business strategies.